business planning guide for entrepreneurs · 2019-09-27 · business planning guide for...

Business Planning Guide for Entrepreneurs


Concepts, insights and practical planning tools to help ensure the successful launch of your business

Business Planning Guide for Entrepreneurs 2

R o a d m a p Table of contents

Getting Started Stay solo or incorporate? Pick a business structure that fits 5

Build your team of advisors and mentors 6

Know your home/office advantage 7

Develop Your Plan 8 critical factors that can drive success 8

Your business profile 10

Business ownership and management 11

Elements of your business plan 12

Market and competitive analysis 13

Your competitive setting 14

Define key plans and objectives 16

Your income forecasts 17

Personal financial statement 18

Share Your VisionTips for talking about your business plan 19

SWOT analysis 20

Monitor Your ProgressCreate financial statements 22

5 to-do’s for good financial management 23

Is your business protected? 5 insurance needs to consider 24

Notes and questions to ask your business advisors 25

Glossary Of Common Business Terms 27

The information in this booklet is believed to be accurate at the time of publishing; CIBC FirstCaribbean is not liable for any errors or omissions. This booklet is in-tended to only provide general information as a guide and should not be construed as specific legal, tax or other professional advice. You should consult your attorney, accountant, tax advisor or other professional advisers for complete professional advice. Individual circumstances and current events are critical to sound planning.

Identify and define your competitive advantage and establish your objectives

YOURSUCCESS

BLUEPRINT

1.

Set control measuresto keep track of your success milestones

3.

Use your plan to demonstratethe viability of your business and

encourage support from others

2.

DEVELOPYOURPLAN

SHAREYOUR

VISION

MONITORYOUR

PROGRESS


Know how to be successful

Your guide to business

Whether you are starting a new business or running an established one, a good business plan helps to set you on the road to financial success. By mapping out your goals and strategies, you’ll get a clearer picture of what your business really needs. In addition, an effective business plan is essential if you want to attract investors. CIBC FirstCaribbean Business Banking is committed to helping entrepreneurs like you transform great ideas into viable businesses.

Whatever the size of your venture, whether you’re just contemplating starting your own business or have recently launched a new company, CIBC FirstCaribbean Business Banking has the financial services to help you get off to a strong start.

Take advantage of the resources and featured services of your CIBC FirstCaribbean Business

Planning Guide for Entrepreneurs, providing information and guidance to help get you up and running with confidence. Count on our CIBC FirstCaribbean Business Banking Managers to understand your goals and help you meet your individual banking needs.

3


Develop your plans. Define your competitive

advantage and set your objectives

Share your vision. Use your plan to show others the

viability of your business to help earn their support

Monitor your progress. Know how to

measure your milestones to track your success

1.

2.

3.

Meet with an advisorFor more information on the CIBC FirstCaribbean Business Planning Guide for Entrepreneurs, please visit your nearest branch, speak with one of our CIBC FirstCaribbean Business Banking Managers, or visit cibcfcib.com

Use this guide which provides you with

valuable information to help you enhance

the quality of service delivery for your

business and enjoy the advantages of

maintaining a well-managed account.

Getting Started

We at CIBC FirstCaribbean understand how important it is for you as a small business owner to always be in control of your finances and maximise the use of your time.

As a committed financial partner, we are pleased to provide you with Account Management Guidelines and tips to help you manage your business account(s) effectively.

Create your roadmap for small business success


Stay solo or incorporate? Pick a business structure that fits

Before you open for business, you have to decide on a business structure. Consider these three choices and what you need to know about them and consult with a professional tax or legal advisor who can help you determine which one suits you best: Sole proprietorshipThis type of business can be up and running quickly – in fact, if you’ve already started doing business, you likely already operate as a sole proprietorship by default. There’s no need to incorporate and no legal distinction between yourself and your business. You’ll account for your business in your personal tax return.

PartnershipIf you go into business with someone else, you can form a partnership without having to incorporate.

You would combine your financial resources into the business and establish the terms of your arrangement through a partnership agreement. As partners, you share in the profits, or losses, exactly as stated in your partnership agreement. CorporationAn incorporated business is a legal entity, separate from that of the owners or shareholders. You can form a corporation by yourself, as the sole shareholder, or you can form a multi-shareholder corporation, which would be governed by an agreement on mutual rights and obligations.

5

Keep in mindIf you are not incorporated and use a business name other than your own, most countries require you to register it.

• Easy way to establish a business• Least amount of tax or legal paperwork required• There can be tax advantages

• New business costs can be shared• Opportunity to partner with someone with complementary knowledge or strengths for the business

• Your personal financial liability is limited• Ownership is transferable, if you want to sell later on• Separate legal entity• Tax rate could be lower for an incorporated business

What else to know

Advantages

• You have personal liability for any business debts and obligations• You’re the sole decision maker

• As with sole proprietorships, there is no legal difference between you and your business• You will still have personal liability over any business debts• Consider how compatible you are for a working relationship• You will be financially responsible for a partner’s actions• Worth seeking legal advice on issues like profit sharing, breaking up the partnership, and more

• Corporations are closely regulated• Extensive records have to be kept

Sole proprietorship Partnership Corporation


Associations & Resources

Build your team of advisorsand mentors

As your own boss, it pays to know the value of advice

Every business needs a good lawyer, accountant and banker, and a trusted mentor who can share personal insights or experience that can help steer you in the right direction.

By surrounding yourself with a circle of advisors early on and being open to what they suggest, you can benefit from their guidance in refining your business plan.

6

Core advisors: Help you create structure, manage risk, monitor financial health

Consultants: Support operational plans and help prepare for future growth and expansion

Market advisors: Help you research and test the market and develop your marketing plan

Accountant

Lawyer

CIBC FirstCaribbean Business Banking Manager

Industry veteran

Insurance agent or broker

Top clients

Friendly prospects

Marketing specialist

Market researcher

Creative & advertising

Business coach

HR specialist

Management consultant

IT specialist

Use government servicesCall or visit an office of your local business association for help and information about mentorship and management advice.

Look for an incubatorBusiness incubators, such as your local Small Business Association, can offer a great way for new entrepreneurs to get mentorship and management advice.


Know your home/office advantage

7

Start with the right setupA business advisor can offer guidance on how to enable your business with the right financial solutions.

Keep your eye on costsIt’s important for small businesses to continually assess costs and keep tight control of spending. Consider whether expenditures are justified to generate business results.

Review your planBe prepared to rework the financial assumptions and forecasts in your business plan to reflect any external developments in your marketplace, new business or internal changes in your operations.

Take advantage of eligible deductions, but know the limits

For many self-employed professionals, one of the greatest things about going solo is enjoying the flexibility of working from a home office.

Some tax authorities may allow certain income tax deductions for the business use of work space in your home, which can include a portion of the mortgage interest or rent you pay. To qualify, your home must be your principal place of business or is a space where you regularly meet clients.

For guidance talk to your accountant professional, or contact the government inland revenue office for a list of allowable ‘business use of home’ expenses.


8 critical factors that can drive success

Along with your idea, one of the most important pieces of information in your business plan is the knowledge you gather about the market you’re in, and how well you can demonstrate the financial viability of your idea.

Listed below are the top eight critical factors driving entrepreneurial success, as identified from research by the non-profit Canadian Innovation Centre and other small business resources. Ask yourself the following questions to put your business model to the test:

1. Performance advantage. Is your product or service distinct from what’s already in the marketplace, and how?

2. Market readiness. How close are you to getting your product or service into the market?

3. Uniqueness. Do you have an advantage that could keep potential competitors from copying what you do?

4. First customer. Do you already have customers who can vouch for your business, or who are prepared to do business with you when you start up?

8

Develop Your Plan A new product or a bright idea alone wouldn’t be enough to guarantee business success or to attract money from investors. A business plan is critical to ensure that your vision will become a success.


8 critical factors that can drive success cont...

9

Be informedStay focused on industry trends, consumer buying patterns or economic forecasts that can be game changers. A good business plan should be able to evolve to take advantage of opportunities as they present themselves.

Use market research for these seven P’sMarket research can equip you with information you need to make more informed decisions about your business. Consider these seven P’s that a business plan documents or substantiates through research:

People: Who are your customers?Product: How is yours unique and what do people think about it?Place: Where will you do business and what channels are available?Price: How are competitive offerings priced, and what’s the rationale for your pricing? Promotion: What avenues are available to get the attention of your target customer?Process: The process of service delivery is crucial, what are the processes involved in delivering your products and services to the customer?Physical Evidence: What are all the physical areas viewed by your customers, from your reception area through to your delivery vehicles and drivers?

Protect what’s yoursSeek counsel on how to legally protect your invention, trade name, or copyright. For more on patents, trademarks and licences, contact your local Corporate Affairs and Intellectual Property Office.

5. Distribution. Do you have a plan or method to reach new customers?

6. Market size. Is the market big enough to generate sufficient revenue and leave room for growth?

7. Personal qualities. Do you have the experience and industry knowledge to see this through, or are you affiliated with expert advisors?

8. The financial plan. Can your forecasts stand up to the test of reality?


Your business profile

Essential details to include in your business plan. Keep a copy of your business profile or use it to provide background reference when you meet with financial advisors, investors or business advisors.

Your name:

Company name:

Trade name:

Address:

Phone:

Mobile:

Email:

Website URL:

Describe the product or service your business provides.

Industry sector (Tick one)

Retail

Manufacturing

Service

Franchise

Other

How is your business structured? (Tick one)

Sole proprietorship

Partnership

Corporation


Business ownership and management

Professional Advisors

Describe your management team. What are your/their qualifications, strengths and weaknesses?

Related companies or joint ventures

List any other companies your business is associated with and provide a description of the relationship.

Name Title/Responsibilities % of business held

Accounting firm: Location: Name of Accountant:

Law firm: Location: Name of Lawyer:

Bank: CIBC FirstCaribbean Location: Name of Business Banking Manager:

Owners and key personnel/principals


Elements of your business plan

The process of researching and writing your business plan can be the perfect time to refine and further develop your ideas while consulting with your team of experts and advisors as you plan each area.

This checklist and planning map may help you to keep track as you research and gather the essential categories of information generally included in a business plan.

Your business opportunity

Analysis of the industry

Analysis of competitors

Marketing plan

Team bios

Management

• Key employees

• Human resources plan

• Policies and procedures

Operations plan

• Equipment/technology/R&D

/environmental aspects

• Business location

requirements

Financial forecasts

• Financial performances,

historical and projected

• Sales, cost of goods sold,

expenses, income statement,

balance sheet, cash flow

budget, financing requirements

and personal financial statement

Target dates and action plans

Executive summary

12

In progress Complete


How many years have you been in this industry and what experience do you have in it?

What geographical areas do/will your business service? Local Regional International

International – Specify key markets:

Regional – Specify key markets:

What business sector/industry are you in?

Market researchHave you done market research on the needs of customers? If so, describe how the results have influenced your plans.

Target customers

Market and competitive analysis

A successful business plan accounts for the environment you will operate in: your customers, market forces facing your business, availability of suppliers, competition and market trends.

Briefly identify your primary customers in the marketplace (age, income level, social or cultural characteristics, etc.) and

describe their need/want for your product or service.

Top three customersList your top three current customers or prospects, and how much you expect them to spend. Annual sales $

1.

2.

3.


PricingWhat is the current price of your range of products or services in the industry?

What is your competition charging?

What is the total cost of producing your product or delivering your service?

What is the minimum profit you need to generate?

Regulations and licensingDo you need permits or licences to operate? Yes No

What government policies and regulations directly impact your business?

14

Your competitive settingList your three largest competitors and estimate their share of the market

Name of competitor % of market

1.

2.

3.

Your competitive setting

Social factors/trendsWhat major social issues or trends may affect or influence the direction of your business?

Policy Regulation


SuppliersWho are (or will be) your major suppliers, and what do they supply? Where are they located and how long have they been in business?

FacilitiesDescribe your plans, offices, warehouses and other facilities where you conduct or plan to conduct business.

Your competitive setting cont...

Supplier Product/Service Location Years in business


Define key plans and objectives

Financial objectives: Three-year projected financial forecast

Year 1 Year 2 Year 3

Sales

Net earnings

Total assets

Outside debt

Owner’s equity

16

List your 3 most important short-term objectives Target date – 1 to 3 years

1.

2.

3.

List your 3 most important medium-term objectives Target date – 3 to 5 years

1.

2.

3.

List your 3 most important long-term objectives Target date – 5-plus years

1.

2.

3.

Setting objectives provides a way to measure how well your business is doing over time, and get better at forecasting. Your objectives should be simple, factual statements that are measurable and accountable.

Objectives can include:1. Market share targets 4. Profitability2. Number of new customers 5. Production goals3. Sales targets 6. Other business milestones

Business Planning Guide for Entrepreneurs17

Your income forecasts

1st quarter 2nd quarter 3rd quarter 4th quarter Annual total

Total revenue/sales:

Minus:

Cost of goods and services sold

= GROSS PROFIT

Minus:

Sales costs

Payroll expenses and deductions

Office expenses

Interest expenses

General expenses

= OPERATING PROFIT

Minus:

Business taxes payable

Owner(s) drawings

= NET INCOME

An income statement can help you measure the success of your business, and report sales and net profit. It can also help you quickly highlight if expenses have jumped or if sales have altered from your projections.

With a realistic picture of these financial elements, you’ll know how profitable you can expect your business to be.

Estimate your quarterly revenues and expenses for the year, and come back to these estimates to track your progress.

Assets $ Liabilities $

Deposits & investments Loans and mortgages

Chequing First mortgage

Savings Second mortgage

Term deposits Loans

RRSPs Other

Mutual funds, stocks Credit accounts

Other Credit cards

Department store cards

Real estate Line of credit

Home Other

Other Other liabilities

Other assets Guarantees

Cars Family/friends

Boat/recreational vehicles Other

Business holdings

TOTAL ASSETS TOTAL LIABILITIES

Annual income and expenses

Monthly income $ Monthly expenses $

Employment income Home, utilities, etc.

Spouse’s income* Loan repayment

Investment income Credit accounts

Pensions, annuities Transportation

Other Recreation, hobbies

Insurance, medical

Education, child care

Other

TOTAL INCOME TOTAL EXPENSES

*You will need your spouse’s consent before you disclose his/her income to any third party 18

Personal financial statement

A personal financial statement, also called a statement of net worth, is a balance sheet showing your personal capital: What you own and what you owe.

What it can tell people: It demonstrates your ability to meet financial obligations, both in your business and personal life. Shows the resources of collateral you’re able to bring into your business.


Share Your Vision

In words and numbers, your business plan

can both captivate people with your idea

and make a solid case for its financial

viability. When you plan each detail with

the help of business advisors, you’ll gain

more confidence to talk about your

business, get your message out and win

over new clients, staff or investors. Make

sure your plan has a business overview,

sales and marketing plans and financial

requirements and projections.

Discuss your resume. When discussing your new business, make sure to highlight your own business experience and any success stories

Be organised. Be able to sell the concept of your business and keep your plan easy to read

Be prepared. In addition to your business plan, when sharing your vision, make sure you have copies of your tax return, notice of assessments, personal net worth statements and copies of any contracts

Avoid jargon. Your industry’s latest buzzwords may mean nothing to a potential client or investor

Tips for talking about your business plans

Be yourself. Let them see the person they’re doing business with

Show proof. Back up statements with well-researched facts and examples from reputable sources

Present it professionally. Be polished in your presentations, and avoid the excessive use of graphics and colours.

State your proposal. If you’re asking for something, say so

Be objective. Know your strengths and weaknesses


(SWOT analysis) to help you assess your business prospects.

Strengths Weaknesses

Opportunities Threats

SWOT analysis

In business planning, it’s

important to realistically

evaluate your strengths and

weaknesses, as well as those

of your competitors, in order to

identify opportunities or areas

you can improve in.

Start with this classic analysis by

listing your strengths, weaknesses,

opportunities and threats

(SWOT analysis) to help you

assess your business prospects.

20


Monitor Your Progress

Set good financial habits

When you don’t have administrative help, it can be a

challenge to stay on top of paperwork once business

picks up. Staying organised and keeping your

accounting up-to-date can help you plan better,

measure your progress, make more accurate forecasts

and use your cash wisely.

Establish a system

Have a process or system ready and in place even

before your business lands its first client or contract.

Professional accounting advice can help you

establish good bookkeeping processes and capture

all your eligible business tax credits, while online

banking can open a real-time window on your

balance sheet.


Create financial statements

Having up-to-date financial statements will help you determine how your company will need to be structured financially in order to achieve your business objectives.

Balance sheetA Balance Sheet is a financial “snapshot” of your business at a given point in time. It outlines assets, liabilities,

and the amount of shareholders’ equity invested in the business. Using your Balance Sheet information, you and

your business advisor can apply certain yardsticks to measure the financial health of your business.

Income statementTo ensure the success of your business, you need to know how your revenues stack up against your business

expenses. With a realistic picture of these financial elements, you’ll know how profitable you can expect your

business to be.

Cash Flow ForecastA Cash Flow Forecast is one of the most important elements of your business planning. It allows you to estimate

the flow of your revenues and expenditures and adjust your business strategies to fit those patterns. However,

this forecast can also be one of the more difficult documents to prepare, so you may want to ask your

accountant for help. When you prepare your Cash Flow Forecast, make sure it’s realistic. Estimate your cash

receipts and cash disbursements as accurately as possible.


5 to-do’s for good financial management

1. Invest in accounting software. By automating your paperwork and bookkeeping as much as possible,

you’ll keep a better view on your financial health. Your accountant can recommend a system that allows you

to generate and track invoices and receivables.

2. Keep business accounts separate from personal. Combining personal and business funds can create

accounting and tax problems and make it difficult to assess how well a business is really doing, even for sole

proprietors. An advantage of working with a business advisor is that he or she has a clear view of both your

personal and business accounts. Plus, business banking services may offer added features and access to

advisors.

3. Manage your cash flow effectively. Managing payables and receivables effectively is one of the best

ways for a business to take advantage of available cash flow. Find out whether preferred payment terms

could help you get discounts from suppliers. Or, if it’s worth offering incentives to customers who pay in

advance, putting cash in your accounts. You can use cash management solutions to your advantage to view

real-time cash holdings online and monitor expenses. Ask your CIBC FirstCaribbean Business Banking

Manager for a demonstration.

4. Document everything. Keep paper or electronic records of sales receipts, invoices and expenses incurred.

Running expenses through a business credit or debit card account can be an easy way to consolidate some of

this reporting. For tax purposes, you’re expected to keep documents on file for six years after filing a return.

5. Keep records complete. Good bookkeeping has lots of advantages besides tidy paperwork. It can help

provide you with information on the past and present financial positions of your business to make informed

decisions, and can help you demonstrate to lenders or investors your track record for managing finances.


Is your business protected? 5 insurance needs to consider

Thinking about risks and liability isn’t about doom and gloom: it’s a healthy business practice to protect people, business and assets. Consider these five common areas of potential insurance need for your type of business:

1. Insurance for owners, partners and key employees Life, health and disability insurance can protect a small business from the loss or illness of a partner or key

employee. This kind of coverage may be especially important to protect dependants of a sole proprietor,

whose estate would have to cover any business debts.

2. Insurance for property and assets This could include property insurance, contents insurance on rental space and car insurance. If you have to

shut down due to a fire or emergency, business interruption insurance can cover loss of earnings until you are

back up and running.

3. Liability insurance This kind of coverage protects against mistakes that could harm or injure customers, employees, or others

connected to your business. This can include professional liability insurance or protections against errors,

omissions or negligence.

4. Accounts receivable or credit insurance This protects against risk of non-payment of goods.

5. Employee health insurance benefits Group plans are available to provide supplemental health and dental insurance coverage for employees, while

you may have to contribute to a workplace health and safety programme. Consult with an insurance

professional or contact your industry association for guidance on best practices for your type of business.

If you run a business out of your home, it’s a good idea to consult with your insurance advisor to see if you need separate insurance coverage against loss of business assets or earnings.


Notes and questions to ask your business advisors

Notes

To do/questions about my next steps:

Key dates/appointments:

Take your next strong step. For more information on the CIBC FirstCaribbean Business Planning Guide for Entrepreneurs, please visit your nearest branch to speak with a CIBC FirstCaribbean Business Banking Manager, or call us toll free at 1-866-743-2257.


Notes

Notes


Glossary of common business terms

A few words to know from the business world

Balance sheetA financial statement showing a company’s assets, liabilities and shareholders’ equity on a given date. It shows what the company owns and the debts it owes.

Business planAn overview, in words and numbers, of the history of a business and its owners, aims and objectives of the business, and the strategies and tactics planned to achieve these goals.

Capital investmentsMoney used to purchase permanent fixed assets such as machinery, land or buildings.

Capital equity contributionThe money that you have invested in your business.

Cash flow forecastAn estimate of when (and how much) money will be received and paid out of a business.

Cash flowA company’s net income for a stated period plus any deductions that are not paid out in actual cash, such as depreciation, amorti-sation, deferred income taxes and minority interest. Cash flow can provide a broader picture of a company’s earning power than net earnings alone. Healthy cash flow shows a company’s ability to pay dividends and finance expansion.

Cash receiptsCash your business receives from selling goods or services.

Cost of goods/services soldThe direct costs involved to your business in making your products or offering your services.

Current assetsCash, receivables, inventory or any other asset which may convertto cash within one year.

Current liabilitiesAmounts owing such as payables, bank loans and other debt which may be paid within one year.

DepreciationA charge to write off the cost of an asset over its useful life.

General and administrative expensesThe day to day costs of doing business, such as rent, utilities, advertising, insurance, and other regular expenses.

GoodwillAn amount representing the excess paid for a company or its shares (or other assets) over its net asset value.

Gross profit marginThe difference between revenue and the costs of goods and services sold.

Net incomeProfit after all business expenses are deducted.

Operating loanAlso called a line of credit, this is a short-term, flexible loan to assist with your working capital needs. i.e. inventory or accounts receivable.

Operating profitThe profit level before the owners take their draw and business income taxes.

PayablesMoney that your business owes to suppliers.

ReceivablesMoney that is owed to your business by your customers.

Retained earningsProfits that are retained in your business rather that paid out as dividends.

Revenues (sales)The dollars your business receives for the product or service produced or provided.

Shareholders’ equityThe net assets which belong to the owner(s) of the business.

Term loanA longer-term loan for equipment, land or other fixed asset purchases. Payment is normally a fixed monthly amount.

The CIBC logo is a trademark of Canadian Imperial Bank of Commerce, used by FirstCaribbean International Bank under license.

For more informationcontact your Business Banking Manager today

or call us toll free at 1 866 743-2257.

The information in this booklet is believed to be accurate at the time of publishing; CIBC FirstCaribbean is not liable for any errors or omissions. This booklet is intended to only provide general information as a guide and should not be construed as specific legal, or other pro-fessional advice. You should consult your attorney, accountant, tax advisor or other professional advisers for complete professional advice. Individual circumstances and current events are critical to sound planning.

business planning guide for entrepreneurs · 2019-09-27 · business planning guide for...

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